Digital Content Production. Change Management Challenges

I have been requested to describe the change management challenges of moving to digital production. That was made from the ePub blog, but the topic is clearly XML production. This is a first post answering those questions. Starting with the high, ethereal ground of change management to digital content strategies. 

So what are the considerations for publishers when deploying a potentially business-changing application such as IGP:FLIP?

This post is a summary of some change issues that may have to be addressed within any organization. Depending on how formal you want to be change can be analysed as follows, using the ADKAR method:

Awareness– of why the change is needed.

Desire – to support and participate in the change.

Knowledge – of how to change.

Ability – to implement new skills and behaviours.

Reinforcement – to sustain the change.

This post is an introduction to some of the considerations.

Change Impact - Who May be Affected?

IGP:FLIP can bring instant quality, productivity and cost benefits to all types of high-value, long-value, maintained document production. That is a demonstrated fact. The application has capabilities and tools that can affect the following major process environments.

The last four items on the following list are the most important from the IGP:FLIP aspect, because they define the fundamental value change of content to an XML model. If its not XML it cannot be processed, delivered and distributed to multiple digital channels.

While the first two items can be carried out in IGP:FLIP, there are no specific application requirements for writing and editorial processes to be carried out within the application environment.

1. Authoring. The IGP:FLIP environment can be used for writing (for example, this document was authored using IGP:FLIP). For creative writing it is unlikely there will be any change requirements as authoring in carried out external to the publishing production process. It may be applicable or useful in corporate and academic writing. 
2. Editing and editorial processes. The IGP:FLIP environment can be used for editorial processes but the methods are "somewhat" different to legacy editorial techniques. There is no specific pressure for substantial change management from how it's done today.
3. XML Composition. The system is XML all the way. That means there is no "other" XML cost or processing required, and the XML generated is very valuable publisher structured XML not style based format outputs as generated by typesetting applications such as InDesign and Quark. The tools are designed to be easy to learn and use, but there are some new techniques and processes to be learnt.
4. Document design. IGP:FLIP has a companion application IGP:Document Designer. It provides the same design thinking as desktop tools, but makes things a little easier. The change requirement here is abandoning "old-familiar".
5. Multi-format outputs. The system can generate a wide range of output formats and packages at any time, and these can be generated by any authorized user. Some knowledge of the format and package requirements is required to allow the user to correctly select the right combination of output format generators.
6. Content XML Management. You do not want to pay for digitization or conversion to any e-book format without getting the additional value of reusable, future-value XML as part of the work-product. IGP:FLIP gives you the formats, and your future digital content strategy.

Awareness. Why is a change to IGP:FLIP needed?

The compelling argument for change to IGP:FLIP from other production environments to address shifting market realities. Any publishing organization must adapt to the rapidly changing and increasingly competitive Internet, multi-format, digital content publishing landscape. To ignore it is frankly stupid, but it is amazing how many do and are.

IGP:FLIP eliminates the risk that the publisher will not be able to effectively adapt to, or drive current and future content business change requirements. This includes coherent and managed e-book strategies that will be different to legacy print business strategies; plus emerging and new business models on content, including ubiquitous mobile delivery.

Underneath this business agility requirement is the cold hard fact that content must be available in XML for any of this to happen. Other conversion to XML strategies (such as the O'Reilly popularized "XML First" slogan), more or less perpetuate current production work methods and have the effect of significantly increasing overall production costs, and the future cost of content ownership. They are not explicitly designed to prepare any publisher for a digital future.

Some of the instantaneous benefits of deploying IGP:FLIP which need to be communicated to stakeholders are encapsulated in these seven change need drivers:

1. We need to reduce costs. IGP:FLIP will reduce typesetting/production costs. Depending on the exact type of content this can be up to 25% of current costs (to be supported in a later post).
2. We need to get to market faster. Increased speed to market with e-book sample chapters and other strategies. Content is continuously available for any purpose.
3. We need to create more selling opportunities. New business strategies such as large print POD editions, or reflowed text books for alternative markets are instantly available.
4. We have to have e-books. Simultaneous output formats available for all current e-book formats and packages addressing current market demand realities, and hedge the risk of an all digital future. We are already seeing the Format Babble effect with ADE and iPad, not to mention the soon entry of Google into the mix.
5. We have to be mobile ready. Mobile delivered content to constantly new and changing devices is an imperative now. Technology constantly changes, but valuable content is more or less forever. ePub is as likely to be dead in two years as not.
6. We have to have a coherent XML strategy. High value, future reusable archive XML which is ready for any future use. XML publishing creates new long-tail business opportunities.
   
7. We need our entire catalogue working. Synchronization of backlist and frontlist XML strategies increases the flexibility and business use of your publisher content files for the foreseeable future.

This list of "Need to Change" awareness items is not exhaustive, and not all items apply to all types of publishers.

Change Awareness Strategies

Here are some possible strategies to introduce IGP:FLIP into the organization for a low-impact change model that enhances change awareness, and probably addresses the desire change issues as well, without substantially affecting current operations.

Introduce IGP:FLIP for retrodigitization to e-books

Nearly every publisher has some commitment to back-list production for digital. Rather than shipping PDFs or hard-copies out and getting a set of e-books files of questionable value back, have the books digitized and XML structured on IGP:FLIP. From this environment formats such as Kindle and ePub can be generated, either by the service provider, or by publisher staff. Because there are no legacy manuscript processes involved, issues of standard editorial processes don't exist, other than achieving the quality objectives.

Where/if corrections need to be made to the retrodigitized files, rather than emails of lists of corrections to and from remote facilities, the editorial staff can use the IGP:FLIP Online tools. They can either:

1. Directly edit the content in IGP:Writer (when they save the file, revision management tracking is automatic). Or if they don't want to edit directly:
2. Use IGP:Reader and annotate the paragraphs where corrections are required and the digitization service provider (preferably Infogrid Pacific of course) can use the annotations to rectify any defects.

This gets some staff using the interfaces and tools and carrying out editorial checks in the new environment.

Staff can see that the outputs are all instantly available and books are available online at all times for any business activities and should be able to see the benefits of this. If they can't you are probably in serious trouble.

Use of IGP:FLIP after Manuscript processes

Typically the major resistance to an IGP:FLIP strategy comes from editorial staff. First of all it is important to understand not everything needs to change. Follow the "if it ain't broke, don't fix it" principle. IGP:FLIP can be used with current editorial processes, and perhaps contribute to some small facilitating improvements, and is always there if people want to exploit its tools.

All manuscripts go through full editorial copy editing and proofing processes using the current methods. When the manuscript is ready for typesetting, it can be imported into IGP:FLIP and go through XML editorial processes. Costs can be significantly reduced if the Copy-editing styles are import ready. Standard proof editing changes can be made directly into IGP:FLIP but comprehensive editorial changes are counter indicated unless all participants are active IGP:FLIP users.

If editorial staff need proofing PDF's or printouts, they can generate them from IGP:FLIP. In addition special print templates that give different paper sizes and line spacing can be easily and instantly applied to assist with current manual editorial practices.

Don't Change what isn't Broken - amplified

IGP:FLIP was not designed as an editorial environment as much as an XML management and multi-format production environment. It has many tools available to support editorial processes which may or may not be suitable for different organizations. There is no stated or implied requirement to change from current manual paper mark-up, PDF annotated corrections or whatever other editorial methods are used and are working. The available IGP:FLIP editorial tools should be treated as "they are there if you want them".

Publisher organizations must be aware that not using IGP:FLIP for editorial processes does not impact the significant benefits of using IGP:FLIP. All seven of the change need drivers previously listed remain intact and deliverable.

The only downside of not using the IGP:FLIP environment for some, any, or all editorial processes, is there may be no productivity gains with editorial processes. It is essential to understand there may not be a need for productivity gains, as editorial processes are focused on the quality of the publisher products. If doing it faster or differently can impact quality change is negative and counter indicated.

IGP:FLIP can be used for composition and multi-format output generation without changing current editorial work methods. Paper corrections can be keyed into the IGP:FLIP interface as easily (if not more easily) as they can into a typesetting application interface, with the added benefit of instant multi-format generation.

Knowledge

IGP:FLIP doesn't change a lot about the publishing production process. The same problem domain vocabulary applies, and has some terms related to XML, CSS, formats and new business strategies added. All of these have to be learned as a general part of publishing now and into the future because it is increasingly digital.

 Ability - new skills & behaviour requirements

In an environment where nearly all participants are using both desktop and online electronic tools, the changes are not shocking for most participants. There is a set of tools that are all expressed in standard publishing terms. The following list outlines some of the change requirements for various stakeholders in the publishing production process.

Authoring

No skills or behaviour requirements. This document does not recommend or try to implement any change strategy for document writing. However if a person can author in a Wiki or CMS system, they will be perfectly comfortable with IGP:FLIP and will probably love the massive revision tree and freedom to move content around easily.

Editorial

Generally no new skills and behaviour requirements exist for core editorial processes. Anyone who has a Facebook or LinkedIn account are already IGP:FLIP ready. The following skills are required for accessing files within the system:

1. Log in to the system
2. Use the collections and other interfaces to locate a document by navigation, browsing or search
3. Apply and verify metadata (optional)
4. Open a document in IGP:Writer mode
5. Use IGP:Writer for minor editorial changes.
6. Use the Publishing Centre to generate output formats
7. Open a document in IGP:Reader mode
8. Apply and share annotations
9. Use the revision compare and management system

Typesetting & Composition

XML Editors (along with designers) have the largest set of new skills requirements from an application perspective. Using a Web Services environment is a relatively large change from Desktop applications.

1. Log in to the system
2. Use the collections and other interfaces to locate a document by navigation, browsing or search
3. Open a document in IGP:Writer mode
4. Apply correct content structures to the document
5. Apply tracking and other typographical changes for PDF
6. Use the Publishing Centre to generate output formats
7. Open a document in IGP:Reader mode to access annotations

Design

1. Log in to the system
2. Use the collections and other interfaces to locate a document by navigation, browsing or search
3. Open a document in IGP:Writer mode
4. Use IGP:Document Designer to create a new design.
5. Open a document in IGP:Reader mode to access annotations

 Summary

In our experience dealing with several significant publishers, obduracy is the main factor to overcome. The arguments we have heard are nearly always backward looking and theoretical until the inevitability of change is hammered home, usually by matching obduracy with persistence. The way change is usually made.

Far more important than the short term arguments about digital production is the imperative of digital content ubiquity, management and ownership. Change champions with the power of dripping water are inevitably the significant answer.

One of the most ridiculous comments we hear is "people will get confused" or that's not the way it's done, or some other facile argument. That is the very point of change. Do it differently and get through the confusion as fast as possible with real objectives and agendas. As much as I respect and believe that Gutenberg was the most influential single human of the last 1,000 years, he is dead and didn't have a mobile phone. He was a change agent that fundamentally changed civilization.

1. Change can only be made with sufficient attention span from stakeholders. A superficial engagement results in wrong concepts and wrong analysis and using current processes as the argument ballast to resist or dilute change.
   
2. Change can never be made too early. But it can always be made too late.
   
3. Besides the ADKAR analysis stuff, change to digital content management, production and delivery is inevitable, so that is just all management rationalization.
   
4. You don't need to change to digital content ownership strategies for the sake of change. You need to do it to stay in business and grow. 
5. If you are going to change, use the best most cost-effective solution available.
   

Change is better done by creating an environment rather than an argument. That is why IGP:FLIP Portals are available from just $99.00 per month. The cost of a Portal is a fraction of producing a book by normal means. It also demonstrates assertively that change is necessary and allows the time for various stakeholders to get on board.

©2006-2010 Infogrid Pacific Pte. Ltd. All rights reserved.

Comments

[דומיין בעברית]

I like other transformation to XML techniques more perpetuate current generation work techniques and have the impact of considerably improving overall generation costs, and the long run cost of content possession.